FM performance based on grounded theory HYP Jan_2011
2011年CFA一级-ethics-GIPS全球投资业绩评价标准讲义
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Why GIPS created?
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GIPS is a set of ethical principles based on a standardized, industry‐wide approach. Investment firms can voluntarily follow GIPS in their presentation of historical investment results to prospective clients. GIPS seek to avoid misrepresentations of performance. Misleading practices included:
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2. Input data
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Portfolio valuations must be based on market value, not cost basis or book value. Accrual accounting must be used for fixed income securities and all assets that accrue interest income. Market value must include accrued income.
3. calculation methodology all return must be calculated after the deduction of the actual trading expense incurred during the period.
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posite construction
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Key Characteristics
欧文·戈夫曼的拟据理论研究文献综述
视界观 OBSERVATION SCOPE VIEW412欧文·戈夫曼的拟据理论研究文献综述陈炳伊（天津师范大学，天津 300387）一、欧文·戈夫曼生平简介欧文·戈夫曼，加拿大的社会学家和作家，也是美国社会学协会的第73任主席，戈夫曼对社会学理论的最大贡献是其1959年的书中《日常生活中的自我表现》开始的戏剧透视法的符号互动论研究，提出了“拟据理论”。
他以“角色”出发，以“表演”作为主要内容，以“印象管理”为核心，引入戏剧学的名词并作论述。
他认为，社会机构好比一个舞台，人们的社会行为就是社会表演，人们在互动过程中按一定的剧本扮演自己的角色，表演的区域有前台和后台之分。
二、研究现状截至2020年12月3日，在中国知网，以“拟据理论”为关键词进行检索，共出现224条结果。
在新闻与传媒领域共有140篇，其中学术期刊107篇，学位论文25篇。
目前对于“拟据理论”的研究主要是实证研究，主要是将理论运于实践当中。
主要分为以下两种倾向，一类认为该理论与实际情况相吻合，可以完全运用于实证研究中；另一类则认为“拟据理论”随着传播环境的改变，已经发生了变化。
而在阅读了相关的学术期刊后，本人将“拟据理论”运用的实证研究分为了以下三个方面：电视节目的相关研究、社会群体的相关研究以及社交平台的相关研究。
（一）电视节目的相关研究1.特点与特征分析沈成菊将拟据理论的一些要素与湖南卫视真人秀节目《爸爸去哪儿》相对应，其认为在真人秀中，无论是大人还是孩子，都会因为在镜头前而表现出其和往常不同的一面，会将对自己有利的一面、自己的优点展现出来，从而体现出在真人秀节目中的虚假和真实。
徐明明和徐昕主要[1]从戏剧艺术中的演员、剧本、情境、剧团4个维度维度来剖析纪录片创作中所呈现的“记录性”“戏剧性”“真人秀”等特征来分析纪录片《世界上的另一个我》节目，从而给创作者更多的灵感和启发。
2.建构与叙事[2]李文嘉和唐嘉蔚对节目《声入人心》进行研究，以演员、剧本、剧组三个角度来说明该节目的叙事构成和传播逻辑。
概化理论在口语考试设计中的应用研究
员（ r） 和考试任务 （ t ） 。可观测全域包括 3 个评分员和 9 1 个宣布消息 ， 1 个课 个考试任务 （ 两篇朗读 ， 两个提问 ， 堂指令陈述 ， 两个听说和 1 个即兴演讲 ） 表 1． 随机双面交叉设计 p × r × t 的方差组成
效应 p r t p×r p×t t×r p×t×r 总计 方差 0． 321 0． 004 0． 231 0． 032 0． 320 0． 118 0． 373 1． 399 标准误 0． 060 0． 013 0． 124 0． 008 0． 025 0． 041 0． 015 0． 286 占总方差的百分比% 22． 9 0． 3 16． 5 2． 3 22． 9 8． 4 26． 7 100
3． 文献回顾 概化理论是 Cronbach 等人在 20 世纪 70 年代提出 的一种心理计量理论 ， 后经 Brennan （ 2001 ） 等人发展完 善， 现已成为与经典测验理论和项目反应理论并驾齐驱 的三大测量理论之一 。 概化理论不仅保留了经典测验 而且发展出了把误差控制与决 理论中控制误差的方法 ， 为 策需要或测量结果的概括程度相结合的理论和方法 ， 研究标准化和标准化程度不高的测试开 辟 了 新 思 路 。 概化理论分为一元概化理论和多元概化理论 （ 杨志明 、 张雷 2003 ） 。简单来讲 ， 一元概化将所有的测试项目作 为一个侧面计算其测量误差 ， 而对于由多个相关联的潜 在能力因子组成的测试 ， 则需要运用多元概化计算其每 个组成部分的误差 。因此 ， 多元概化分析能够发现一些 整体信度较高而其中某一部分信度不够理想的测试的 为实际考试设计提供更有价值的信息 。 问题 ， 概化理论诞生之初并未得到迅速推广 ， 直到 20 世 纪 80 年代后期才逐步发展起来 ， 应用范围越来越广 ， 涉 语言测试 、 绩效评估 、 医学测量等多个领 及到心理测量 、 域（ Brown ＆ Bailey 1984 ； Brennan 1980 ，2001 ； Shavelson ＆ Webb 1991 ； Lee 2005 ； Sawaki 2007 ； Gebril 2009 ； 等 ） 。 在我国概化理论主要用于高考 、 标准参照性测验 、 心理 普通话测试 、 教学 评 价 、 评分员一致性等研究中 测量 、 （ 刘远我 、 张厚粲 1998 ； 张雷等 2001 ； 杨志明等 2004 ； 徐 建平 2004 ； 等 ） ， 在语言测试尤其是英语测试中运用概 化理论的实证研究凤毛麟角 （ 赵向民 、 王占礼 2005 ； 罗
功能学派翻译理论
• Functional approach
• Classification of texts as:
• 'informative‘ • 'expressive‘ • 'operative‘
莱斯根据布勒的的语言功能，把文本类 型分为三种：信息型、表情型、操作型
Text type
Language function
• her work tells us how to develop reliable criteria for the systematic evaluation of translations.
Using a wealth of interesting and varied examples, Reiss offers a systematic and illuminating （有启 发性的）text typology, a pragmatic （实际 的)approach to text analysis, a functional perspective on translation and a hermeneutic
汉斯·费米尔(Hans Vermeer)
• German • September 1930 - 4 February 2010 • Skopos and Commission in Translational Action
Starting to Unask What Translatology Is About .1998
Translation and the "Meme"（文化基因） .1997
汉斯·费米尔(Hans Vermeer)
• Gave up the source-text centered • Putting forward famous Skopos theorie（目的论）
英汉翻译讲义
本门课程要求：1. 期末卷面考试成绩占80%，平时成绩占20%；2. 平时成绩由出勤、作业、课堂测验、课堂表现构成；3. 一学期不定期点名六次，缺课一次期末卷面成绩扣5分（迟到三次相当于缺课一次），累计6次缺课者取消考试资格；4. 一学期可以请假三次（短信或电话），请在上课前十分钟请假，事后请假无效；5. 上考研班、病假、事假均需提供相关证明且需事先经过老师本人同意；上考研班者请提供上课证，病假者请提供医院开具的医疗证明，事假者请提供系部盖有公章的事假条；6. 本课程期末考试不划重点；7. 未经允许拷贝老师带答案课件者、迟到早退缺乏礼貌报告者，酌情扣分。
8. 严格按课程要求执行，谢绝一切说情或求情；9. 对于本课程或本人教学和工作有任何建议或意见，欢迎致电本人或发邮件至rg.peng@。
10. 祝学习、生活愉快。
《英汉双语翻译理论与实践》参考书目（迷你版）：[1]陈宏薇、李亚丹. 新编汉英翻译教程(第二版）上外教, 2010年[2]邓炎昌、刘润清. 语言与文化. 外语教学与研究出版社, 1989.[3]古今明. 英汉翻译基础. 上海外语教育出版社，1997年版[4]华先发、邵毅. 新编大学英译汉教程. 上外教出版社，2004年版[5]柯平. 英汉与汉英翻译教程. 北京大学出版社,1993.[6]李长栓. 非文学翻译理论与实践. 中国对外翻译出版公司, 2004.[7]李运兴. 英汉语篇翻译(第二版). 清华大学出版社, 2003.[8]连淑能. 英汉对比研究. 高等教育出版社, 1993.[9]吕瑞昌等编著. 汉英翻译教程. 陕西人民出版社，1983.[10]邵志洪. 汉英对比翻译导论. 华东理工大学出版社, 2005.[11]孙致礼. 新编英汉翻译教程. 上海外语教育出版社, 2003.[12]叶子南. 高级英汉翻译理论与实践. 清华大学出版社，2001.[13]余光中. 余光中谈翻译. 中国对外翻译出版公司, 2002.[14]张培基. 英汉翻译教程. 上海外语教育出版社, 1983.英汉翻译讲义Instructor: Mr. Peng第一章翻译的性质、标准及过程1.1 “翻译”古今称呼之由来。
批评话语分析与政治语篇翻译以政府工作报告的英译为例汪颖
第9卷第2期2012年2月Journal of Hubei University of Economics(Humanities and Social Sciences)湖北经济学院学报（人文社会科学版）Feb.2012Vol.9No.2一、引言随着中国在世界政治和经济格局中的地位的提高，国际社会也需要更多的关注与了解中国，因此，很多政治语篇如官方文件、领导人讲话等都需要译成外文。
在政治语篇特别是官方政治文件的翻译中，忠实于原文往往是对译者的首要要求，但是政治语篇的翻译过程也不仅仅是语言文本的单纯转换，也会有很多其它因素左右着翻译的过程和结果。
因此本文将从批评性话语分析的角度对政治语篇的翻译与意识形态之间的关系加以分析。
二、批评话语分析理论批评话语分析这一话语研究方法最早由R.Fowler 等人在Language and Control （Fowler et al ，1979）一书中提出，是国外近年来兴起的一种话语分析方法。
与主流话语分析（mainstream discourse analysis ）不同，批评话语分析主要研究语言形式与权力以及意识形态之间的关系。
它不仅研究语言是什么，而且研究语言为什么是这样；不仅对话语的意义感兴趣，而且对话语如何产生这种意义感兴趣。
（丁建新、廖益清，2001：305）批评话语分析旨在透过表面的语言形式，揭露意识形态对话语的影响，话语对意识形态的反作用，以及两者是如何源于社会结构和权势关系，又是如何为之服务的。
（ibid ）Fairclough （1995）认为任何话语都可以同时视为一种三维的概念:1．语篇（text ），口语或书面语；2.话语实践（discourse practice ），包括语篇的生成与解释；3.社会文化实践。
话语的这一性质要求话语分析也必须是三维的，一般应包括：1.对语篇的语言学描述；2.对语篇与话语过程之间的关系作出解释；3.对话语过程与社会过程之间的关系作出解释。
功能主义语言学
功 能 主 义 阵 营 之 派 别
极端（ 极端（extreme） ）
都围绕形式主义提出 的理论自治这一基本问题 阐发各自的立场
保守（ 保守（conservative） ）
温和（m 由于水平有限，找到的资 料也不够完整齐全， 料也不够完整齐全，制作的效 果未必能较好地达到。 果未必能较好地达到。 望大家理解包涵！谢谢！ 望大家理解包涵！谢谢！
语言学的发展
• • • • 历史比较语言学 结构主义语言学 转换生成语法 功能主义语言学
功能主义语言学
Functional Linguistics
以韩礼德 韩礼德为代表的系统功能语言 韩礼德 学派为主体，主要包括语言在交际行 为中的功能、语言在社会中的作用、 语言在文学中的功能以及从功能观点 看语言在不同层次方面的问题。
功能主义注重语言的社会 方面，采用归纳的方法， 方面，采用归纳的方法，重视 语境、语用和功能的因素，侧 语境、语用和功能的因素， 重语言结构变异的描写和解释。 重语言结构变异的描写和解释。 功能运用
由于功能主义结合语用、 由于功能主义结合语用 、 篇章结构 和认识进行研究， 和认识进行研究，在国内外语言学界得 到了人们的接受和重视。 到了人们的接受和重视。
形式 功能
30年代布拉格学派 30年代布拉格学派
以弗斯（J.R.Firth）为奠基 人的伦敦功能结构语言学派认为 语言的本质是意义——语言环境 中的意义，语义是语言研究的中 心，主张从社会的角度去观察、 研究语言，强调语言的社会性， 语言的本质功能是社会交际功能。
韩礼德
继承和发展了弗斯的理论，在对语 言的系统和结构进行充分研究的基础上， 从功能角度研究语言。着重探讨语言的 意义和功能，研究语言如何使用，分析 语言与社会的关系，以及语言功能与语 言系统的关系。
翻译目的论汇总
第五讲翻译目的论简介即就是Skopos theoryskopos是希腊语，意为“目的”。
翻译目的论(skopos theory)是将skopos概念运用于翻译的理论，其核心概念是：翻译过程的最主要因素是整体翻译行为的目的。
skopos这一术语通常用来指译文的目的。
除了Skopos，弗米尔还使用了相关的“目标(aim)”、“目的(purpose)”、“意图(intention)”和“功能(function)”等词。
为了避免概念混淆，诺德提议对意图和功能作基本的区分：“意图”是从发送者的角度定义的，而“功能”指文本功能，它是由接受者的期望、需求、已知知识和环境条件共同决定的。
在弗米尔的目的论框架中，决定翻译目的的最重要因素之一是受众——译文所意指的接受者，他们有自己的文化背景知识、对译文的期待以及交际需求。
每一种翻译都指向一定的受众，因此翻译是在“目的语情景中为某种目的及目标受众而生产的语篇”。
弗米尔认为原文只是为目标受众提供部分或全部信息的源泉。
可见原文在目的论中的地位明显低于其在对等论中的地位。
功能派翻译理论是20世纪70年代德国学者凯瑟林娜•赖斯(Kantharina Reiss)、汉斯•费米尔(HansVermeer)、贾斯塔•赫兹•曼塔利(Justa Holz Mantari)和克里斯蒂安•诺德(Christiane Nord)等提出的翻译理论。
它的形成大体经历了四个阶段，其颇具里程碑意义的理论是赖斯的功能主义翻译批评理论(functional category of translation criticism)，费米尔的目的论及其延伸理论(Skopos theorie and beyond)，曼塔利的翻译行为理论(theory of translation action)和诺德的功能加忠诚理论(function plus loyalty)。
1. 凯瑟林娜•赖斯(Kantharina Reiss)的翻译标准的功能分类说(the Functional Category of Translation Criticism)1971年凯瑟林娜•赖斯在《翻译批评的可能性与限制》(Possibilities andLimitations in Translation Criticism)中首次提出翻译功能论(functional approach)，把“功能类型”这个概念引入翻译理论，并将文本功能列为翻译批评的一个标准。
Positive Accounting Theory
Ross L. Watts and Jerold L. Zimmerman
THE ACCOUNTING REVIEW
2013-7-14 1
ABSTRACT
This paper reviews and critiques the positive accounting literature following publication of Watts and Zimmerman (1978, 1979).
I. Evolution and State of Positive Accounting Theory
1.1 Evolution
An important reason that the information perspective failed to generate hypotheses explaining and predicting accounting choice is that in the finance theory underlying the empirical studies, accounting choice per se could not affect firm value. To predict and explain accounting choice accounting researchers had to introduce information and/or transactions costs. The initial empirical studies in accounting choice used positive agency costs of debt and compensation contracts and positive information and lobbying costs in the political process to generate value effects for and, hence, hypotheses about accounting choice. Finance researchers had introduced costs of debt that increase with the debt/equity ratio to explain how optimal capital structures could vary across industries.
华南农业大学期末考试试卷A卷及练习参考答案管理学基础课件
华南农业大学期末考试试卷（A卷）2008学年第一学期考试科目：管理学基础考试类型：（闭卷）考试时间：120 分钟学号姓名年级专业[Pay attention: please write your answers in the answer sheet][注意：请把答案填写在答题纸上]I．True/False(1 point per statement, total 10 points)1．The four processes of management are completely independent and should be treated as separate activities. 2．Scientific management theorists believed there was "one best way" for a job to be done.3．Development of alternatives is the step between identification of decision criteria and allocation of weights to criteria.4．Individuals who prefer the team role of explorer-promoter are patient and usually have the control skills to ensure that the ideas are followed through in detail.5．If an individual is low in the authority hierarchy, he/she is also not close to the power core.6．Mintzberg found that managers—regardless of the type of organization or the level in the organization—perform similar roles.7．The norming stage of team development is one of intragroup conflict.8．In order to fulfill the grand strategy, managers will seek to position their units so that they can gain a relative advantage over their competition.9．According to Herzberg, working conditions and salary are examples of hygiene factors.10．The method of monitoring, comparing and correcting is what we called controlling process.II．Choose the only one correct answer for each question (2 point per question, total 40 points)1. Which of the following is not one of the six elements of structure?a) work specializationb) chain of commandc) span of controld) technology2. If a college cuts the cost by using mostly part-time teachers and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is_____:a) efficient and effectiveb) efficient but not effectivec) effective but not efficientd) neither efficient nor effective3. _____ is the term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.a)Contingency approachb)Human resourcesc)Human relationsd)Classical approach4. Michael Porter proposed that management must select a(n) _____ ,which will give its unit a distinct advantage by capitalizing on the strengths of the organization and the industry it is in.a)growth opportunityb)competitive strategyc)organizational chartd)vision5. An office supply firm that has three departments based upon retail, wholesale, and governmental customers is using which of the following types of departmentalization?a) functionalb) productc) customerd) geographic6. Mary Parker Follet was a social philosopher who taught that organizations should be based on _____ rather than _____.a)individualism; group ethicb)ethics; profitsc)efficiency; profitsd)group ethic; individualism7. Which of the following is not a result of work that has become too specialized?a)fatigueb)low productivityc)poor qualityd)lower turnover8. Creative College is opening a satellite（卫星）campus to accommodate working adults. Creative College is pursuing a(n) _____ strategy.a)acquisitionb)retrenchmentc)growthd)combination9. The management theory jungle was developed by_____.a)Maslowb)Herzbergc)Ouchid)Koontz10. Jim has the ability to "dock"(扣去) paychecks of employees who arrive at work past 9:05 AM. What kind of power does Jim possess?a)coercive powerb)legitimate powerc)expert powerd)referent power11. Linda has spent the day trying to determine what the role of their company. Goals were then developed based on their vision of the company's mission. Linda spent her day on the _____ process.a) planningb) organizingc) leadingd) controlling12. Which of the following is a hidden aspect of organizational behavior?a)strategiesb)technologyc)group normsd)formal authority13. Deborah's work team does its own hiring and scheduling and is even responsible for evaluating each other's performance. Deborah is part of a _____ team.a)self-managedb)virtualc)problem-solvingd)cross-functional14. Harry's Company apparently has overgrown its market. It can no longer compete successfully due to its size and formalization. Thus it is reducing its size in order to once again become competitive. This is known as which of the following strategies?a)growthb)stabilityc)retrenchmentd)combination15. Who developed Theory X and Theory Y?a)McGregorb)Maslowc)McClellandd)Herzberg16. Jill has been teaching for 18 years. Each day she arrives at work smiling and ready to teach another room full of students. She loves her job. This describes which of the following?a)job satisfactionb)job involvementc)organizational developmentd)organizational commitment17. When we describe people in terms such as quiet, introvert, aggressive or loyal, we are addressing _____.a)attitudesb)behaviorsc)needs and wantsd)personality traits18. A structure that is high in specialization, formalization, and centralization is a(n) _____.a)strategic organizationb)mechanistic organizationc)organic organizationd)matrix organization19. The managers who work most closely with the operatives are known as_____.a)top managementb)middle managementc)first-line managersd)operative managers20. Maslow's hierarchy of needs proposes that an individual begins by satisfying _____ needs.a)self-actualizationb)esteemc)physiologicald)safetyⅢNotion explanation. (4 points each notion, total 20 points)1.MBO2.Hawthorne effect3.Boundaryless organization4.Social loafing5.BenchmarkingIV Medium-length answer. (10 points each question, total 20 points)1.What are differences between functional and divisional structures? Give an example for these two types ofbureaucratic structure.2.What are Mintzberg’s managerial roles? Cite examples of activities managers you know would do whenperforming these roles.V Reading comprehension. (Choose the only one correct answer for each question. 2 point per question, total 10 points)Nike is the number one sports brand in the World. The market for sports shoes and garments(服装) is very competitive. Phil Knight (Founder and CEO) is often quoted as saying that ‘Business is war without b ullets.’The war is especially intense(激烈) in today’s economic declination. Over the past years, Nike has gained its success partly from the competency at research and development, as is evidenced by its evolving and innovative product range. However, the income of the business is still heavily dependent upon its share of the footwear market. Nike has no factories. It does not tie up cash in buildings and manufacturing workers. They then manufacture wherever they can produce high quality product at the lowest possible price. Interestingly, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion(时尚) brand. Nike actively sponsors(赞助) activities such as the World Cup (soccer) and The Olympics to gain reputation in emerging markets such as China.1. Nike heavily depends upon the footwear market to make profit would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity2. The fact that the market for sports shoes and garments is very competitive would be which of the following?a) weaknessb) strengthc) threatd) opportunity3. Nike continues to bring evolving and innovative product range would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity4. Nike is a fashion brand among youngsters would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity5. The economic declination is a_____ factor for Nike.a) positiveb) neutralc) negatived) normal华南农业大学期末考试答题纸（A卷）2008学年第一学期考试科目：管理学基础考试类型：（闭卷）考试时间：120 分钟学号姓名年级专业II．Choose the only one correct answer for each question (2 points each question, total 40 points). Notion explanation. (4 points each notion, total 20 points)6.MBOManagement by objectives (2 points)Four elements: jointly determined objectives; explicit time period; specific objectives; periodically review (0.5 each)7.Hawthorne effectSocial norms or standards are the key determinants of individual behavior in a group. (4 points)8.Boundaryless organizationAn organization that is not defined or limited by boundaries or categories imposed by traditional structures; attempt to eliminate vertical, horizontal, and inter-organizational barriers. (4 points)9.Social loafingThe tendency of an individual in a group to decrease his or her effort because responsibility and individual achievement cannot be measured. (4 points)10.BenchmarkingSearching for best practices among competitors and noncompetitors. (4 points)IV Medium-length answer. (10 points each question, total 20 points)3.What are differences between functional and divisional structures? Give an example for these two types ofbureaucratic structure.Functional structure refers to an organization in which similar and related occupational specialties are grouped together. (1 point)The strength lies in the advantages that accrue from work specialization. Results in economies of scale, minimizes duplication, satisfy employees etc. (2 points)but people tend to lose sight of the best interests of the organization as a whole; no one function is totally responsible for the results. (2 points)A company divides its department into accounting, hr, producing, marketing employed the functional structure. (2 point)Divisional structure is made up of self-contained units. (1 point)It focuses on results, frees the headquarters staff from being concerned with operating details; but the major disadvantage lies in the duplication of activities and resources. (2 points)Companies like GE and PepsiCo have the divisional structure. (1 point)4.What are Mintzberg’s managerial roles? Cite examples of activities managers you know would do whenperforming these roles.Interpersonal—roles consist of being the figurehead for the organization, assuming the leadership role, and acting as a liaison for the organization. Examples (3 points)Informational—roles consist of being a monitor of current information which is then dispersed to employees needing that information; also involves being the spokesperson for the organization. Examples (3 points) Decisional—roles consist of being an entrepreneur for the organization, handling disturbances, allocating resources, and negotiating. Examples (4 points)V Reading comprehension. (Choose the only one correct answer for each question. 2 point per question,1. FTFFT FTTTTddcdc dbbcbH．FTTTF FTFTTAcbabcd3. FTFTF TFFFTccbcc dcbdc aadbc dacacdba5.TTFFF TFFTTDABDC CACAD C1.What is the difference between line authority and staff authority?Line authority entitles a manager to direct the work of an employee. Staff authority functions to support, assist, advise, and generally reduce some of the informational burdens of those with line authority.pare and contrast authority and power.●Authority comes from the position, not the person.●Power is the ability of an individual to influence decisions, which may not be reflected in their levelof authority. French and Raven suggested five bases of power: reward, coercive, legitimate, referent, and expert.●Authority is a two dimensional concept while the power is a three-dimensional one. One shouldmove up in the hierarchy to gain higher authority, but in order to be more powerful, managers could move up or move inward to have closer relationship with those people representing the power core.3.set an example to clarify each of five types of departmentalization that are available. Departmentalization types examples (departments in certain organization)Functional marketing, HR, R&D, financing etc.Product food, clothes, home appliances, etc.Customer personal clients, government, VIP etc.Geographic Great China, North America, EUProcess validation, registration, payment, etc.4.What is a matrix structure? What is its primary strength? What are its major disadvantages?●Matrix structure—an organization in which specialists from functional departments are assigned towork on one or more projects led by a project manager.●Primary strength—can facilitate coordination of a multiple set of complex and interdependentprojects, while still retaining the economies that result from keeping functional specialists groupedtogether.●Major disadvantages—creates confusion and has a propensity to sponsor power struggles.pare functional and divisional structure.Both are bureaucratic design of organizations.●Functional structure groups similar or related occupational specialties together. While divisionalstructure is self-contained, composed of autonomous units or divisions, with managers having fully responsibility for a product or service.●Advantages of functional structure accrue from work specialization. 1. putting like specialtiestogether results in economies of scale, minimizes duplication of personnel and equipment; 2. itmakes employees comfortable and satisfied since they have same interests.Chief advantage of divisional structure is that it focuses on results, also it frees the headquarters staff from operating details so that they can focus on long-term strategic planning.●Weaknesses of functional structure: organizational interests might be lost in pursuit of functionalgoals; no one function is totally responsible for results; members become insulated and have littleunderstanding about peers in other functions.The major disadvantage of divisional structure is the duplication of activities and resources.。
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1 A conceptual framework to investigate Fund Manager decisions and their performance Tuesday, 18 January 2011 John Holland, University of Glasgow, West Quadrangle, Main Building, University Avenue, Glasgow, G12 8QQ, UK, Email J.B.Holland@accfin.gla.ac.uk, Phone 00 44 (0) 141 330 4136
Abstract This paper reveals new empirical patterns from field research concerning fund manager (FM) firm context, organisation, investment decision processes and behaviour, and their properties and relative strengths. These all purposefully interacted as a collective and integrated FM organisational means to help FM individuals and teams to reduce the complexity of new information flows, to produce new information, to make sense of this information, to avoid (own) negative behaviour, to exploit the behaviour of others, and to take informed investment decisions.
As a result, the core financial and economic processes in the FMs and FM financial performance were much influenced by this larger organisational and institutional setting. More broadly FM context, properties and their strengths (as well as individual psychological characteristics), interacted as a purposeful collective system to produce new information to potentially improve FMs contracting (implicit, and explicit) with investee companies and to strengthen FM control over information asymmetry and adverse behaviour (moral hazard, adverse selection) problems with investee companies. The collective processes and new information improved FM influence over composition of board and top management teams, corporate strategy and disclosure. These all contributed to the quality of FM investment decision actions (stock selection), and the construction of their equity portfolios (asset allocation) consistent with client or savers requirements (for risk, return, liquidity). Together the grounded theory elements combined in FMs to create enhanced FM assets, and effective FM processes as financial and information intermediaries. As a result they contributed to improved financial performance and the flow of investment funds into the FM.
These empirical patterns are outlined as grounded theory and explained within relevant theory and literature. Patterns were also revealed for weaknesses and problems in the above. The many possibilities for FM weaknesses (eg in order, creativity and knowledge) could undermine the above FM organisational means, and hence adversely impact on contracting, influence, and quality of decisions, all leading to weaknesses in intermediation and underperformance. This reveals how difficult it is for FMs to organise their investment operations to overcome such problems and why so few are successful.
Key research questions for FM concern the prevalence of underperformance and failure in FM. They also concern the rarity of success and the difficulty of understanding what drives success and failure. This paper develops a larger conceptual model of FM investment decisions which provides a more general explanation of the drivers of underperformance, failure and the occasional success. Understanding weaknesses and strengths within a coherent conceptual framework provides the means to systematically generate hypotheses for investigating FM performance (success, underperformance, and failure). The conceptual framework also provides the means for identifying proxy variables and measures likely to be relevant to more specific operational empirical tests of the hypotheses.
Paper outline and structure The paper begins with analytic framework. This is developed to place the empirical patterns in a wider literature and theory perspective. This is followed by a section on the FM field research methods and a summary of the empirical patterns found in the FM cases. Empirical patterns from 2
(grounded) field research revealed that FM context and investment processes elements; their properties of shared purpose, knowledge, order, coherence, matching and creativity; and the relative peer group strengths of properties; all purposefully interacted as collective and integrated FM organisational means to help FM individuals and teams to reduce the complexity of new information flows, to make sense of this information, to avoid own negative behaviour, to exploit the behaviour of others, and to take investment decisions. This adapted behaviour became the means to improve the effectiveness of the intermediation processes in whole FM firm. These connected causal patterns constituted a grounded theory of fund management. These empirical patterns were used to structure the theoretical analysis.